2. CSU: leader in technology and BPO services in Brazil
Card base of more than 20 million
The largest independent electronic
payment processor in Latin America 55% market share among independent
vendors
Business model: Full BPO (Business
Process Outsourcing) for issuers and 20 years of customization focused on
acquirers of electronic payment the Brazilian market
transactions Market intelligence team to maximize
clients’ cardholders base profitability
Relaunching of contact center
3,500 workstations providing inbound
infrastructure, management and BPO
(Customer Care and HelpDesk) and
services
outbound (Telemarketing and
The best and most efficient site Collection) services
(Alphaview) in Latin America
Gross Revenues (last 12 months)
(in % of total revenues)
R$ 419.3 million
40%
60%
2
3. Consistent track record of profitable growth
Innovation and consolidation Business and client Sustainable
of the business model diversification growth
5x EBITDA and 4x Net Revenue
Relaunch of CSU Contact
Center: new site
Entry of Creation of the Launch of solution for
Best of the Century
Private Equity CSU Institute the acquirer´s market
marketing award
professional
investor R$ 395
Start of
Launch of the
Contact Center R$ 314
CSU: first first Private
CSU develops operations
independent Label cards
electronic IPO
card processor
voucher
in Brazil
First company to
operate with 3
brands R$ 96
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
50%+
market
EBITDA share in
15 years with 15 million
cards under management Brazil
Net Revenue (in R$ million)
3
4. Renowned customers in each market segment
Net Revenues (last 12 months)
Banking (in % of total revenues) Credit
Retail &
Institutions
Manufacturing
12%
Banking
35%
Convergence
33%
Credit
Insurance & Institutions
Healthcare 11%
9%
Insurance &
Convergence
Healthcare
Retail &
Manufacturing
4
5. • Brazil's electronic payment industry has experienced significant growth in recent years (CAGR 17%+)
• The penetration of cards in total spending made by Brazilian households rose from 8% in 1999 to
25% in 2010. It is expected to reach 55% by 2025.
Number of Cards (in million of units)
& Number of Transactions (in billion of units) Participation of cards in household consumption
(% of total)
CAGR 04- CAGR 04-
10E 10E
17% 20%
700 8,00
628
55%
600 565 7,00
514 7.13
6.11 6,00 45%
500 453
5.32 38%
388 5,00
4.43
400
336 31%
4,00
277 3.70 25%
300
222 3.16 3,00
183 2.52
200 151
1.94 2,00
1.63
100
1.37
1,00
0 0,00
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010* 2010 2013 2017 2020 2025
* Source: ABECS 5
6. Electronic payment chain
Money Money
Brands
Request for
Approval Request for
Approval
Approval Approval
Issuers
(Banks and Retailers) Acquirers
Capture of
Money Card / Billing Electronic Money
Transactions
Commercial Transactions
Cardholders Merchants
6
7. CSU offers a full range of services to card issuers
• Financial Information
• Authorization • Interchange
• Information System • Electronic Transaction Processing
• Contact Center
• Accounting Brands
• Processing
• Fraud Prevention
• Operational Control
Issuers
(CSU Clients) Acquirers
CSU plays a central role
CSU CardSystem
in Brazil’s electronic
• Billing transaction industry
• Invoicing
• Conflict Resolution
• Customer Support
Cardholders Merchants
7
8. • Brazilian acquirer market is under a new regulatory framework:
Previous situation Current situation
• Two acquirers dominated the • Market is open to competition
Brazilian market Antitrust authorities
• Exclusivity agreements with Visa forced the end
and MasterCard limited of the exclusivity
competitiveness agreement
as of July’2010 Opportunity
• Acquirers generated extraordinary • New operators in Brazil's acquirer
profits market
Number of Acquirers (in units)
Net Income and Net Margin and of Transactions (in billion of units)
(in USD million and % of revenues)
62.713
771 8.185
700
6.110
45.4%
42.4%
215 105
101 10 0.851
12.7% 2 12
2.7%
Cielo Redecard Fidelity Tsys USA Brazil UK Mexico
Source: Companies’ Annual Reports Source: BIS, Central Banks and ABECS
8
9. CSU offers a complete solution for acquirers and merchants
New Services
• Operation management
• Authorization
• Billing
Brands • Network
• Accounting
• Processing
• Back Office
• Information System
Issuers Acquirers
(CSU Clients) (CSU Clients)
• Network Capture (POS)
CSU CardSystem • Contact Center
• Conflict
Resolution
• Billing
Cardholders Merchants
9
10. Brazilian demand per type of client
• Brazilian market estimated at R$ 12 billion in 2011,
(in R$ million)
with a CAGR of 12/13% p.a. in the upcoming years; Financial
Institutions 6.430
• Growth in demand for customer service; Convergence 3.980
Retail 424
• Recognition of those providers best able to meet Manufacturing 355
contracted SLAs; Services 239
Insurance 208
• Continuous growth in collection, telemarketing and Utilities 165
on-site customer services; Government 117
Healthcare 34
• Merger of Dedic into Contax.
0 2000 4000 6000 8000
Brazilian demand per type of service Market Share
(in % of sales) (in % of sales)
Collection
Customer Contax
Collection Agencies
21,5%
38% Care 23,0%
40%
Other Call Atento
Centers 18,0%
22%
Tivit
Other players Teleperfor Dedic 4,5%
Telemarketing mance CSU Algar4,0%
7%
15% 2.5% 1,6% 2,7%
10
11. Growth strategy is supported by a differentiated platform
TECHNOLOGY
INDEPENDENCE
• Flexible, secure and robust PERFORMANCE
infrastructure (mainframe)
• Independent shareholding
• World-class systems and
structure with no commercial
applications, extensively • Accelerated time to market
activity competing with
customized for the Brazilian to new clients
prospects and clients
market
• Dedicated commercial teams to • Lower operating costs
• Highly qualified team of leveraged by scale gains
each business lines
professionals
• First vendor to receive • Excellent infrastructure and
• Innovation and new products, superior operations facilities
MasterCard certification to
among a complete range of
provide services for acquirers
solutions
• Opportunity for various
partnerships and M&A
11
12. Our strategy prioritizes growth with sustainable profitability
Keep expanding Continue investing in
in the card issuers technology and software
segment: development:
organic + inorganic competitive advantage
Relaunch market
Improve and expand
intelligence & CRM
contact center/BPO and
solutions and expand
increase profitability:
commercial approach:
self sustainable
value added service
Consolidate entry as a
vendor into the
acquiring segment:
greenfield growth
12
13. Main focus in the short term
• Tap new market segments, beyond financial institutions
• Attract mid-sized banks as funding partners to specific projects
• Serve as strategic partners to global players
• Successful launch the first project
• Second flight in commercial expansion
• Serve as strategic partners to global players
• Market repositioning with broader range of services
• Commercial approach outside CSU´s clients base
• Effective turn around of the business unit
• Focus on reaching full capacity
• New offerings in Collections and Telemarketing
13
14. Continuous investments and substantial improvement in net debt
Investments
(in R$ million)
43.7 46.9
40.6 • CSU continuously invests in its
28.9 21.0 11.4
25.4
24.4
13.9 4.3
21.0
2.2
technological platform a minimum
19.3 15.0 25.9 21.1 29.2 18.8 of 6/7% of net revenues.
2005 2006 2007 2008 2009 9M10
Software Outros
Net Debt and Net Debt/EBITDA
(in R$ million and ratio)
109.1
95.0
59.5 55.5 • Significant reduction in
3.2x
21.6
1.5x
16.0 indebtedness over the last 2 years.
0.5x 1.5x 0.7x 0.2x
2005 2006 2007 2008 2009 9M10
14
15. Consistent recovery in profitability
Net Revenues
(in R$ million)
395 Recent commercial achievements will present
364
314 318 319 292 major contribution to revenues as of 2Q11.
229
178
134
96
Strong cash generation as measured by EBITDA.
EBITDA
2001 2002 2003 2004 2005 2006 2007 2008 2009 9M10
(in R$ million)
79
60 64 61
46 50
34 34
23
17
Net Income and Net Margin
(in R$ million and % of net revenues)
2001 2002 2003 2004 2005 2006 2007 2008 2009 9M10
0,0
6.7% 8,0%
6.8% 5.7% 5.6%
0,0
5.1% 18 20 Second year of record net income generation:
4,8% 16
13 1.8% .4.5%
4,0%
10 • Dividend distribution
0,0 7 7 7
0,0% • Share buy back program
0,0
2001 2002 2003 2004 2005 2006 2007 2008 2009 9M10 • Consistent investments
-4,0%
-3.9%
• Reduction in indebtedness
0,0
-5.0%
-12
0,0 -17 -8,0% 15
16. -> strong and consistent operating performance
Cardbase
(in million of units) • Track record of cardbase growth, despite punctual
23
clients leave;
CAGR 06-09
19 20 • Constant investment in technology and scale lead
26%
16
to higher margins;
11
• Operational leverage gains of scale are shared
with clients to increase loyalty and discourage
competition.
2006 2007 2008 2009 9M10
Gross Revenue Gross Income and Gross Margin
(in R$ million) (in R$ million and % of net revenues)
CAGR 06-09 CAGR 06-09
17% 253.7 20% 94.3
213.9
189.5 186.6 71.2 67.3
74.9
156.7 159.2
54.4 50.9
43.4%
40.4%
37.7% 36.0% 38.6%
34.4%
2006 2007 2008 2009 9M09 9M10 2006 2007 2008 2009 9M09 9M10
16
17. -> positioned for profitable growth
Number of Workstations
• Top 10 among Brazilian contact centers;
(in units)
• Important structural changes concluded in 2010 to
4.796 strengthen repositioning;
4.283 4.225
3.494 3.468
• Effective creation of a business unit;
• Dedicated sales team: new offerings and expanded
prospects base;
2006 2007 2008 2009 3Q10
• Specialized HR professionals: labor intensive activity.
Gross Revenue Gross Income and Gross Margin
(in R$ million) (in R$ million and % of net revenues)
197.6
174.3 177.2 172.7
132.6 128.4 11.6
9.7
8.1
0.9 2.4 7.8%
7.7% 6.7%
0.5% 1.5%
2006 2007 2008 2009 9M09 9M10 -3.2%
-5.4
2006 2007 2008 2009 9M09 9M10
17
18. Consolidated Financial Information
(in R$ million and % of net revenues) 2006 2007 2008 2009 9M09 9M10
Net Revenue 317.9 318.6 363.7 394.8 298.4 292.4
Gross Income 46.3 45.5 73.7 106 76.4 82.9
Gross Margin 14.6% 14.3% 20.3% 26.8% 25.8% 28.4%
54.4 50.9 71.2 94.3 67.3 74.9
Gross Margin 37.7% 34.4% 36.0% 40.4% 38.6% 43.4%
-8.1 -5.4 2.4 11.6 9.6 8.1
Gross Margin 0.5% -3.2% 1.5% 7.2% 7.8% 6.7%
EBITDA 39.2 33.9 64.4 78.9 62.3 61.3
Net Income -16.9 -6.3 9.5 17.9 14.8 19.6
Net Debt 59.5 109.1 95.0 55.5 67.2 16.0
Capex 28.9 46.9 25.4 40.6 31.5 21.0
18
19. CARD3 is traded at inexpensive levels as compared to peers
Net revenue
Gross Margin EBITDA Margin Net Margin
Company name (US$ million- EV/EBITDA P/E
(%) (%) (%)
12M)
2,315.2 72.5% 66.3% 46.5% 6.4 9.2
10,235.7 66.7% 17.6% - - -
1,707.3 64.6% 22.3% 10.9% 9.1 19.4
1,535.2 77.6% 65.7% 55.8% 8.6 9.5
1,712.4 - 28.6% 12.1% 6.7 16.3
Financial Services Average 3,501.2 70.4% 40.1% 31.3% 7.7 13.6
1,383.8 17.1% 14.3% 5.9% 5.1 12.6
2,314.6 39.5% 8.1% 5.8% 9.4 15.6
594.6 25.0% 18.2% 7.3% 10.0 23.5
Contact Center Average 1,431.0 27.2% 13.5% 6.3% 8.2 17.2
229.5 28.8% 20.9% 6.0% 3.7 12.4
1. Current data: Last 12 months - Last balance sheet and income statement - reference date Jan. 31, 2011
2. Methodology for calculating EBITDA standardized by Economática
19
20. Awards and Certifications
Award Year and Seal Award Year and Seal
2009 2006 2005 2004
National Teleservices Award
2010 2003 2002 1999
Marketing Best
1998 1997 1996
Grupo Padrão 2009 1995
Ernest & Young – Entrepreneur of the
2002
Year
Marketing Best – 20 Years Special Edition 2007
Marketing Man of Brazil and São Paulo 2000
Gazeta Mercantil – Highlights of the 90s 2000
Consumidor Moderno magazine – Quality
2007
Standard in Contact Center award
Computerworld magazine - 100 Largest
1999
in IT
2007 2006
2005 2004 ADVB - Top of Internet 1999
2003 Marketing Best – Best of the 20th
1999
ADVB – Top of Marketing 2000 (2 categ.) Century
1999
Marketing Best – Best of the Decade 1998
1998 (2 categ.)
1997 1996
Certification Year
2006
PROBARE – Maximum Maturity of
ABEMD – Direct Marketing Award 2004 Dec 2009 and Dec 2010 (Recertification)
Management – Grade 4
2001 PROBARE – Seal of Ethics 2010
Jan 2001 (9001:1994 version)
2006
Marketing Best – Social Responsibility Jan 2004 and Feb 2007 (9001:2000
2005 ISO 9001 Certification
version)
May 2010 (ISO 9001:2008 version)
2nd rank in ABRASCA Annual Report 2010
PCI Certification 2010
20
21. High level of Corporate Governance
100% common shares and 44% free float
Novo Mercado (100% tag-along rights; no poison pills)
Majority of independent board members
Fiscal Council
3 members, with 1 appointed by minority shareholders
Solid investor relations culture
Investment by private equity funds since 1997
Well structured internal controls
Stock based compensation plan for executives
Active Sustainability Arm (CSU Institute)
21
22. CSU Executive Board Organizational Chart
CEO
Chief Financial, IR and Corporate
Commercial Director Operations Executive Officer Legal, HR Officer Development
CSU CardSystem Director of CSU Contact and Controller Officer
22
23. Additional Information
Mônica Hojaij Carvalho Molina
Carlos Montenegro
Investor Relations
Tel: +55 (11) 2106-3821
E-mail: ri@csu.com.br
Web Site: www.csu.com.br/ri
This material is the property of CSU CardSystem S.A., and any partial or total reproduction without the Company’s written
approval is prohibited. All rights reserved. Opinions expressed in this document are subject to change without prior notice.
